Managing intragroup conflicts between direct stakeholder’s teams during construction stage: case studies in Sri Lanka

Abstract

Purpose This study aims to identify the nature of intragroup conflicts between direct stakeholder’s teams during the construction stage in Sri Lankan construction projects and how to manage their impact on project deliverables. Design/methodology/approach This study used a qualitative research approach, adopting a case study-based research strategy. The required empirical data were collected using semi-structured interviews and a document review of four selected construction projects implemented in Sri Lanka. These selected projects are executed using a traditional separated procurement system with remeasurement contracts. A manual content analysis was used for data analysis. Findings This study highlighted three main types of intragroup conflicts between direct stakeholder’s teams that can arise during the construction stage of projects in Sri Lanka, as well as the causes and effects of those conflicts on project deliverables. The study also proposed proactive strategies to manage these intragroup conflicts. Originality/value The ability to effectively manage intragroup conflicts between direct stakeholder’s teams during construction stage directly impacts the project deliverables. However, how this can be explicitly managed during construction stage has not been adequately investigated in a Sri Lankan context. The existing study aims to bridge this gap. This study is of further originality as it analyzes the nature and extent of the impact of intragroup conflicts within direct stakeholder’s teams toward the end project deliverables at the construction stage and proposes proactive strategies to manage them.